1st Edition
Corporate Risk and Governance An End to Mismanagement, Tunnel Vision and Quackery
By Alan Waring
Copyright 2013
244 Pages
by
Routledge
244 Pages
by
Routledge
244 Pages
by
Routledge
Also available as eBook on:
Corporate Risk and Governance addresses corporate risk management and governance requirements affecting large organizations in all industry sectors and countries. The book strongly advocates implementation of Corporate Governance Codes, ISO 31000 Risk Management, ISO 22301 Business Continuity Management and PAS 200 Crisis Management but warns against treating any standard or model slavishly, as if... Read more
Introduction; Part 1 Enterprise Risk Management and Corporate Governance; Chapter 1 Risk Management and Governance in Context; Chapter 2 Corporate Risk Management in Practice; Chapter 3 Countering Tunnel Vision and Quack Governance; Chapter 4 A Culture of Responsible Risk-Taking; Chapter 5 Family Businesses, Governance and Risk Management; Chapter 6 Business Continuity and Crisis Management; Part 2 Corporate Due Diligence; Chapter 7 The Abuse of Trust; Chapter 8 Mergers, Acquisitions and Joint Ventures; Part 3 Fraud, Corruption and Organized Crime; Chapter 9 The Nature and Scope of Corruption; Chapter 10 Corporate Fraud; Chapter 11 Immovable Property Fraud; Part 4 Intellectual Property and Product Risks; Chapter 12 Combatting Intellectual Property Threats; Chapter 13 Ensuring Product Safety; Part 5 Man-Made Disasters; Chapter 14 Policy and Practice in Major Hazards Risk Management; Chapter 15 The Mari-Vassilikos Disaster, 11 July 2011part6 Conclusion;
Biography
Dr Alan Waring has 35 years’ experience in risk management. He has been a full time risk management consultant since 1986. Typically working with boards, board risk committees, individual directors and senior executives, his assignments in many industry sectors on several continents have included governance-related corporate risk reviews for large organizations as well as a wide range of strategic and operational risk issues. His previous books include Managing Risk (1998), co-authored with Prof Ian Glendon, and Practical Systems Thinking (1996). He is a Fellow of the Institute of Risk Management.
’Dr Alan Waring, a reflective practitioner with a solid academic base, set himself a main objective to write a book on corporate risk and governance that is accessible to the serious student and the practitioner with responsibility for the management of risk, as well as to senior managers generally. I believe he has achieved that objective. This book is predominantly a thinking aid rather than a raw prescriptive aid and is likely to inform and stimulate the interested reader. It provides a penetrating coverage of risk management and draws on a comprehensive published base, aided by his substantial experience as a consultant in strategic risk management in a variety of settings. The main settings are corporate governance, culture, due diligence, fraud/corruption, and intellectual property. The author pays particular attention to detail, with a strong analytical bias, and the book is well written. Also, the illustrative and case material is a real strength in highlighting the issues and principles that are addressed throughout the text.’ Eugene McKenna, Emeritus Professor, University of East London, UK ’One of the author’s declared objectives is to aid your thinking about risk management and corporate governance. This book certainly will do just that! The sheer number and variety of case studies will encourage the reader to assess the relevance of specific issues to their management of risk and to take appropriate action.’ Christopher J Luck - Independent Risk Management Consultant ’Alan Waring is well qualified to write this book. He has written extensively on this topic including previous books and this is supplemented by academic study and a wealth of practical experience. The quality of the output reflects this. The book takes account of the global implications of ineffective corporate risk management and provides a guide to the causes of failures and potential remedies that can reduce risks across sectors and organisational types. The wi
